Performance Appraisal
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This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
Performance Appraisal
- 2. Performance Appraisal1. Introduction2. Performance Appraisal3. Designing Effective Performance Appraisal 3. Key Success Factors & Critical Element
- 3. IntroductionHR Management The Mission of HRMAttracting, managing and developing people in line with the competency and culture required by the organization in order to function synergistically with other organization’s resources as well as creating an atmosphere of productivity, satisfaction and loyaltyTo support the achievement of organizational goals and to improve the constructive and productive contribution of peopleto the organization in an ethical and socially responsible way
- 5. Proactive
- 6. Facilitator
- 8. Transformational & SynergisticHR ParadigmPersonnel Administration
- 10. Controller
- 11. Management Tool
- 13. Internal Focus
- 14. Reactive
- 15. Rule Maker
- 16. Policy Driven
- 20. One size fits allNewBusiness Orientation
- 21. Customer focus
- 22. Proactive
- 23. Consultant
- 24. Value Driven
- 25. Thinking “outside the box”
- 26. Partnering
- 29. Strategic HR DeliverablesOrganization’s StrategyImplementation PlanHuman ResourceStrategic HR DeliverablesCultureCore ValueHR EnablersPerformance DriversEntire system ( from selection to development & reward )
- 31. HRIS
- 32. etcCapitalCompetenceStrategic HR DevelopmentPerformance Appraisal
- 33. Competency HRM
- 34. etcCompetency Based of HRM Underlying characteristics of an individual that results in effective and or superior performance
- 35. A cluster of related Knowledge , Skills and Attitude
- 36. A system approach to Develop, Evaluate, Reward, and separate HR in relation to the achievement of strategic corporate goals CompetencyPossession of required skill, knowledge and experience to meet current performance requirement in current jobBasic element of competencySkillability to do something better , because he/she has the necessary experience from past learning
- 38. Social role behavioral pattern in group/organization
- 39. Self image self concept ( existence, personality, values etc )
- 40. Trait basic characteristic showed in daily behaviour
- 41. Motive driver in behaviourPerformance AppraisalUltimate GoalMaximizing contribution to achieve business objectivePurposes Lead to optimum performance and optimize potential
- 42. Provide ongoing development cycle ( planning, coaching & counseling, and feedback )
- 43. Develop on going communication
- 44. Identify potential, development need, and near future advancement
- 45. Provide input for salary administrationCharacteristicsAs a part of Performance Management System
- 46. Future oriented
- 48. Measurable and observables
- 49. Simple and easy implement
- 50. Open and constructive system
- 51. Empowering
- 52. Motivating
- 54. For all employeeObjectives1. Identifying & evaluating performance List of accomplishment
- 55. Appraisal system
- 56. Feedback
- 58. Observation2. Identifying competencies used to meet accomplishment3. Analyzing strength and weaknesses in competencies for career path and development program4. Deciding required competencies for future work assignment5. To define or redefine future objectives
- 59. Performance Appraisal Strategy ( EPR Continuum )The StrategyAppraisal System : Appraisal - PA Interview - PA FormInter Relation with other HRM : HR Planning - Learning&Development - Compensation&Benefit - Career&PlanningNot Merely for remuneration adjustmentRequirement for effective Performance Appraisal System Relevance : sesuai & tajam
- 60. Sensitivity : gradingnyajelas
- 61. Reliability : terukur
- 62. Practicality : aplikatif , dapatdipakai
- 63. Acceptability : diterima
- 64. Focus on future : development focus Performance Appraisal System1.Next SuperiorConventional Employee Participates
- 65. Competency based
- 66. Accomplish based
- 67. Next leader involvement
- 68. Developmental Direct SuperiorAppraiseEmployee
- 69. Performance Appraisal SystemDirect Superior2. 180AppraiseEmployeePeersPeersAppraiseAppraiseDisadvantagePeers often are insufficient as the only source
- 70. Not enough staff at the same level to provide quality feedback
- 71. Differences in experience, education, and work responsibility can create concern about abilities to provide high quality informationAdvantageReliable
- 72. Valid
- 73. Highly CrediblePerformance Appraisal SystemDirect Superior3. 360OtherSuperiorSelfAppraiseEmployeeInternalcust.Externalcust.AppraiseAppraisePeersSkip-levelreportDirectreportAdvantageHigher Accuracy
- 74. Provide F/B from all direction ; internal & external customerDisadvantageF/B providers avoid “saying what need to be heard”
- 75. Rater may inflate grades
- 76. System manipulation by user Design Effective Performance Appraisal4 element to be appraised1. Traits approachDistinguishing Quality ( as inherited characteristic )Examples : initiative
- 77. effort
- 78. dependability
- 79. leadership
- 80. analytical
- 81. judgment
- 82. creativity
- 83. attitude
- 84. maturity
- 86. enthusiasm
- 87. versatile
- 88. self control
- 89. accuracy2.Task approachJob, duty, assignmentExample : knowing the job
- 90. handling people
- 92. Following through3. Goals approachThe result desire in the job ( KPI )Examples :GoalsMeasurementDeadline By direct order received Dec 30,2002Annual Sales Rp 10 millionBy ability to respond question in sales presentationImprove competitor knowledge June 30,2002
- 93. 4.Job BehaviourapproachBehaviour demonstrated in carrying out/ executing the assignment / job / dutyExample : Complete project on time
- 94. Open to subordinates idea
- 95. Well liked by team members
- 96. Show patience in training new employees
- 97. Contributes innovative approaches to solve problemProcess in Performance AppraisalAppraisal system, policy & procedurePerformanceAgreementPlanning Review Final Review ReportBusinessObjectivesFollow UpUnit/TeamgoalsInformal progress review
- 98. Format Performance AppraisalAccomplishment only Employee rating based on a accomplishment only
- 99. Reward based on accomplishment and productivityAccomplishment plus Skill and Competency level Employee rating and reward based on
- 100. accomplishment
- 101. skill and competency level
- 102. Motivation to self improvement
- 103. Continual learning Content in Performance Appraisal Key job Responsibility
- 104. Goal & Objectives
- 105. Achievement
- 106. Enablers
- 107. Development Plan
- 108. Direct superior’s comment
- 109. Member’s comment
- 110. Next superior’s commentGoal setting Define the overall purpose of the job
- 111. Identify main tasks
- 112. Define what and why it has to be doneAgree main tasks Identify Key Result Areas from the list of main tasks
- 113. Quantified & Time baseSet TargetDefine PerformanceStandards Define in outcomes & quantified termsSelect Projects Specify required outcomes of the project, budget and time scalePerformance MetricsTangible , example1. Cost: Cost of rework serving2. Time: Response Time, Cycle time, and delivery time3. Quantity: Customers of employee served, claims processed4. Error: Defect rate, Communication failured, Process error rate5. Reaction: employee satisfaction, trainee responses, turnover reason6. Productivity: Unit/employee, Unit cost/empl, Reject/empl
- 114. Intangible , exampleDimension1. Interpersonal skill Communication
- 115. Negotiation
- 116. Empathy
- 117. Team Building2. Leadership Motivating others
- 118. Decision Making
- 119. Counseling
- 120. Strategic orientation1 2 3 4 55 = Excellent1 = Poor
- 121. Linkage Business Objectives with Individual Performance PlanCorporate ObjectivesMission,Core Values,Strategic PlanPerformance ManagementSystemFunctional ObjectivesCorporate objectives,Specific Mission,Target & purpose of departmentParticipativeGoalSettingTeam ObjectivesPurpose of teamIndividual ObjectivesJob related, referring to the main activitiesareas or key task which constitutewith individual job
- 122. Key Success Factors & Critical ElementCultural AspectsPlayersKeySuccessFactorsCommunicationSystem